“When you ask a person to jump, his attention is mostly directed toward the act of jumping, and the mask falls, so that the real person appears.” Philippe Halsman
I don’t know of any young people who wants to be in Human Resources. Then again, I don’t know all the young people in the world. I don’t know of many companies who have Chief HR or People officer. The again I don’t know all the companies in the world. So, is this indicative of HR today? That our young people are lacking aspirations in this profession and companies do not reply include HR in management boards?
Management committees and boards today are typically made up of CEO, CFO, CIO/CTO, sometimes COO and CMO. They advocate for different interests of the company. The CEO is concern with profits and growth of the company. A CFO on cash and financial stability and investments. CIO/CTO looks at technology, infrastructure and innovation in these areas. COO considers operational efficiency and CMO on branding and marketing. While this is a simplified view, their key interests are in their area of expertise and they advocate for it. However, a lack of HR representation means that there is a lack of advocacy for the people. Interests of people becomes sidelined and at the mercy of the people management skills in C-Suits. In good times, people are important to serve the purpose. In bad times, people become an overhead costs. People need a better advocate in management and it is not union or employment laws. HR needs a voice to represent the people and shouting won’t do it if they are not in the same room.
When HR is invited into the room, it is often to support strategies. As a support function, HR provides value if they can support their colleagues’ strategy. It could be when CIO/CTO embarks on digital transformation where new headcount or skills are needed; CFO leading a merger and acquisition plan where restructuring and streamlining is required to reduce or reassign workforce or COO needing to improve efficiency through skills upgrading, training and development. In good times, HR is involved early. In bad times, HR is called in after plans have deteriorated and union concerns require management. When the value of HR is how well they execute the plan and assist their colleagues, they can only meet expectations and the alternative is failure. HR has a voice but singing in the background or back up won’t do it if it it is only to harmonise.
When HR has a place in the room, they are on the starting line as their colleagues. They can advocate for people development, talent management strategies and seek support and investment in the people. Their success, as their colleagues, is how well they can execute the plan, bring return to investments. Traditional IT and Finance functions have undergone much change due to the changes in the market place. Digital transformation and changing customer behaviour online and offline has propelled changes in IT and marketing to work together for integrated sales. The recent crisis has forced finance to rethink financial modelling, regulations, cash-flow management and short cycle budget planning. Operational efficiency has since adopted lean and worked with other functions on outsourcing, offshoring, integrated supplier chains. In people management, there is no lack of tools to support, 360, People Management Programs, competency, profiling, tests, assessment centres and balanced scorecard. But these are continual application of traditional practices and often in silos. HR can sing beautifully but when it’s not in synch with the rest, then the best classical singer has no place in a jazz band.
Whether HR has a place in the room or not, improvements is not a game changer. The practice of HR has to modernise to keep up with the times or be obsolete as a profession. It will require value creation and not just added value. And considering the changing parameters will be an important consideration.
Total Talent Management
Legally, employment laws has an imposing influence on HR practices and thus orientate them towards compliance. It also meant that HR considers only salaried employees of the company. In this HR, interim and part-time agencies have clear mandate to manage their staff. And employment laws forbade HR from over involvement for fear of being sued for employment benefits and employment. It’s all understandable when the laws are meant to protect workers’ rights and prevent foul play. However, most companies today have a large mixture of interim, independents, part-time staff in addition to full time employees. On top of this mix includes external vendors are who are working onsite. Globalisation also meant that employees in another geographical jurisdiction has management jurisdiction in another geography. While these seemed a form of complexity for HR practitioners, these practices are actually enriching the workplace and are required strategies for the company to excel. HR has to act within the bounds of employment laws but has active contributions outside of these boundaries. They have to consider that a company is no longer a stand alone nucleus but an ecosystem of talents that will contribute to the success of the company.
Culture and Ways of Working
While HR cannot legally advocate for employees outside of the company, they have to ensure that the ecosystem works for performance. The selection of vendors and actors in the ecosystem becomes important. Traditionally, independent contractors and vendors are selected by functional requirements and competences. The way they work has lower bearings in the procurement exercise and choice of onsite staff from vendors are left to vendors. Yet, these often have direct impact on outcome of the partnership. If a vendor has a very different culture from the company, employees on both sides will have a steeper learning curve to work together where productivity will dip or not realised. HR can help to:
Adapt & Innovate
There are innovation in many different areas that can borrowed and adapted. Chinese has a phrase: “融会贯通”(rong hui guan tong). This means understanding the principle essence of something and apply it. In agile, there is a Japanese phrase “守破離” (she ha li) and it means learning in 3 levels, learning and applying, breaking the rules and departing into new practices. HR can keep themselves updated on management innovation and innovation in other areas to find new practices and logics. The application of theories in consideration of contexts is where execution will be enhanced and change is powerful. Consider:
Social Responsibility & Global Advocacy
Employment laws and workers unions were established to protect the rights of workers. Yet, are these laws updated to protect today’s workforce? HR can play an active role updating and modernising legal practices with local governments. They can also be global advocates to eliminate slavery, child labour and exploitation of workers. Working hand in hand with supply chain units, they can also ensure that their supply chain, partners and vendors are held up to highest integrity in employment. HR can work and walk out of the office:
I don’t think there are easy answers nor convenient steps. As I reflect on Philippe Halsman’s quote, I think it requires a leap into the air, see the real person behind HR and create a ripple in the calm. It’s not about running faster in the box, it’s about thinking and operating out of the box. And who’s to say if enough people jump at the same time, the ground wouldn’t shake?